SUMMER INTERNSHIP PROJECT REPORT

ON
"A STUDY ON RECRUITMENT AND SELECTION
PROCESS"
AT
WIPRO

Submitted to Dr. A.P.J. Abdul Kalam Technical University, Lucknow in the

partial fulfillment of the requirement for the award of the degree of
Master of Business Administration

Session: - 2020 – 2022

UNDER THE GUIDANCE OF SUBMITTED BY

PROF. SHRISHTI MAM ANJULA MITTAL
(FACULTY OF MBA DEPARTMENT) ROLL NO.:- 2003300700001

SARASWATI INSTITUTE OF ENGINEERING & TECHNOLOGY

PAWLA ROAD, PILKHUWA, GHAZIABAD UP
 CERTIFICATE

This is to certify that Ms. Anjula Mittal MBA (2020-2022 Batch) a student of Saraswati
Institute Of Engineering & Technology, Plwla Road, Pilkhuwa, Ghaziabad has undertaken the
project on “A STUDY ON RECRUITMENT AN SELECTION PROCESS AT WIPRO ".
The project has been carried out by the student in partial fulfilment of there requirements for the
award of MBA, under my guidance and supervision.

I am satisfied with the work of Ms. Anjula Mittal.

PROF. SHRISHTI MAM

(Signature)
 DECLARATION

I am Anjula Mittal, student of Master of Business Administration (MBA) IIIth Sem. from

Saraswati Institute Of Engineering & Technology, Plwla Road, Pilkhuwa, Ghaziabad the session

2020-2022. I hereby declare that this Dissertation Report titled “A Study on Recruitment &

Selection Process”. The same report has not been submitted earlier to any Institute/University

for awarding any degree/diploma of MBA or any other professional course. If there will be any

violation of IPR than I will be solely responsible to that and Institute/University has right to

cancel my degree.

Signature in Full……………………….

Name:. Anjula Mittal

Roll No:. 2003300700001

 ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to describe the feeling of gratitude from the

core of my heart who have given their immense contribution while preparing this project report. I

convey my sincere gratitude to Saraswati Institute Of Engineering & Technology, Plwla

Road, Pilkhuwa, Ghaziabad for giving me the opportunity to prepare my project work on “A

Study on Recruitment and Selection Process”. I am thankful to PROF. SHRISHTI

MAM (Faculty) for her guidance during my project work and sparing her valuable time for the

same. I express my sincere obligation and thanks to all the Faculties of Saraswati Institute Of

Engineering & Technology, Plwla Road, Pilkhuwa, Ghaziabad for their valuable advice in

guiding me at every stage in bringing out this report.

I am also thankful to my family for their kind co-operation which made my take easy.

(Anjula Mittal)
 TABLE OF CONTENTS

PARTICULAR PAGE NO.

CERTIFICATE 2

ACKNOWLEDGMENT 4

EXECUTIVE SUMMARY 6

CHAPTER- 1 INTRODUCTION 8

CHAPTER- 2 LITERATURE REVIEW 22

CHAPTER- 3 ANALYSIS 58

CHAPTER- 4 RECOMMENDATIONS 78

CHAPTER- 5 CONCLUSION 81

REFERENCES 83
 EXECUTIVE SUMMARY
In today‟s rapidly changing business environment, organizations have to respond quickly to

requirements for people. The market has been witnessing growth which is manifold for last few

years. Many players have entered the economy thereby increasing the level of competition. In the

competitive scenario it has become a challenge for each company to adopt practices that would

help the organization stand out in the market. The competitiveness of a company of an

organization is measured through the quality of products and services offered to customers that

are unique from others. Thus the best services offered to the consumers are result of the genius

brains working behind them. Human Resource in this regard has become an important function

in any organization. All practices of marketing and finances can be easily emulated but the

capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a

well-defined recruitment policy in place, which can be executed effectively to get the best fits for

the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out

to be costly mistakes for the organization. There fore a recruitment practice in an organization

must be effective and efficient in attracting the best manpower

People form an integral part of the organization. The efficiency and quality of its people

determines the fate of the organization. Hence choice of right people and placing them at right

place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic

function for HR department. Recruitment and selection form the process of hiring the employees.

Recruitment is the systematic process of generating a pool of qualified applicant for

organization job. The process includes the step like HR planning attracting applicant and

screening them. This step is affected by various factors, which can be internal as well as

external.
The organization makes use of various methods and sources for this purpose. Selection is

carried from the screen applicant during the recruitment process. There is also some specific

process is involved. By the way of conducting preliminary interview and conducting the

various test , if required reference check and further final interview is conducted. During

the process there are certain difficulties and barriers that are to be overcomes.

Different organization adopts different approaches and techniques for their employees. To

know the practical application of the employees hiring process, the analysis of Thompson

Digital was undertaken.

CHAPTER 1
Introduction
of
Study
 INTRODUCTION

The human resources are the most important assets of an organization. The success or failure of

an organization is largely dependent on the caliber of the people working therein. Without

positive and creative contributions from people, organizations cannot progress and prosper. In

order to achieve the goals or the activities of an organization, therefore, they need

to recruit people with requisite skills, qualifications and experience. While doing so, they have to

keep in mind the present as well as the future requirements of the organization. Recruitment is

distinct from Employment and Selection. Once the required number and kind of human resources

are determined, the management has to find the places where the required human resources will

be available and also find the means of attracting them towards the organization before selecting

suitable candidates for jobs. All this process is generally known as recruitment. Some people use

the term “Recruitment” for employment. These two are not one and the same. Recruitment is

only one of the steps in the entire employment process. Some others use the term

recruitment for selection. These are not the same either.

Technically Speakingthe function of recruitment precedes the selection function and it includes

only finding and developing the sources of prospective employees and attracting them to apply

for jobs in an organization, whereas the selection is the process of finding out the most suitable

candidate to the job out of the candidates attracted (i.e., recruited).

 IMPORTANCE OF STUDY

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.

Specifically, the purposes are to:

 Determine the present and future requirements of the organization in conjunction with its

personnel-planning and job-analysis activities.

 Help increase the success rate of the selection process by reducing the number of visibly,

under qualified or overqualified job applicants.

 Help reduce the probability that job applicants, once recruited and selected, will leave the

organization only after a short period of time.

 Begin identifying and preparing potential job applicants who will be appropriate

candidates.

 Induct outsiders with a new perspective to lead the company.

 Develop an organizational culture that attracts competent people to the company.

 OBJECTIVES OF THE STUDY

The main objectives for undertaking this project are:

 To understand the internal Recruitment process in organization.

 To identify areas where there can be scope for improvement.

 To give suitable recommendation to streamline the hiring process.

 To develop practical knowledge with theoretical aspects.

 To know about the importance of recruitment and selection

 To find out better process of recruitment.

 To know about the role of recruiter.

 COMPANY PROFILE

Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing

company with 156,866 employees serving clients in 175+ cities across 6 continents. The
company posted revenues of $7.3 billion for the financial year ended Mar 31, 2014.

Wipro helps customers do business better by leveraging our industry-wide experience, deep
technology expertise, comprehensive portfolio of services and vertically aligned business model.
Our 55+ dedicated emerging technologies „Centers of Excellence‟ enable us to harness the latest
technology for delivering business capability to our clients.
Wipro is globally recognized for its innovative approach towards delivering business value and
its commitment to sustainability. Wipro champions optimized utilization of natural resources,
capital and talent. Today we are a trusted partner of choice for global businesses looking to
„differentiate at the front‟ and „standardize at the core‟ through technology interventions.
In today‟s world, organizations will have to rapidly reengineer themselves and be more
responsive to changing customer needs. Wipro is well positioned to be a partner and co-
innovator to businesses in their transformation journey, identify new growth opportunities and
facilitate their foray into new sectors and markets.

MANAGEMENT TEAM
The Wipro Management Team comprises highly motivated individuals who anchor the
organization to relentlessly provide world class IT and business solutions. The team includes
global leaders with excellent domain knowledge and across-the-board cross-functional
experience.
HEAD OFFICE

Corporate office
Wipro Limited
Doddakannelli, Sarjapur Road,
Bangalore – 560035
Email: reachus@wipro.com
Phone: +91 80 28440011
Fax: +91 80 28440256

Vision
 World Class Company, Preferred by World Class Customers
 Motivated, Dedicated and System Oriented Employees
 Safe and Healthy Work Place

Mission
 Sales & Profit Growth/Leadership
 Strong Relationship with Customers
 Preferred OE ( original equipment ) Supplier
 Employee Development
 Superior Returns to Stakeholders
 Care for Environment and Society
 MILESTONES

MILESTONES ON THE PATH TO GLORY

With awards galore, Wipro is one of the most recognized companies in the IT space. Our
longstanding reputation is poised to continue with strong growth in the future. We have received
innumerable corporate awards that speak for the innovations introduced by us and the various
milestones achieved.

2017
Wipro receives Silver Class Sustainability Award 2017 in RobecoSAM‟s annual Corporate
Sustainability Assessment (CSA).
Wipro named as a 2017 World's Most Ethical Companies by the Ethisphere Institute for the 6th
successive year.
Wipro won •"Excellence in Diversity & Inclusion" award & "Employer with best Employee
Health and Wellness Initiative" award at SHRM India HR Awards 2016.
Wipro was awarded a runners up in •"Excellence in Talent Sourcing & Staffing" at SHRM
India HR Awards 2016.
2016
Wipro has been included in the Dow Jones Sustainability Index (DJSI) – World and Emerging
Markets for the seventh time in succession
Wipro wins „NASSCOM Corporate Award for Excellence in Diversity and Inclusion 2016.
Wipro named as a 2016 World‟s Most Ethical Companies by the Ethisphere Institute for the 5th
successive year.
Wipro recognized as #1 among the 100 most sustainable corporations in Asia in the 2016
Channel NewsAsia Sustainability Ranking for the 2nd time in a row

2015

 Wipro Honored as World‟s Most Ethical Company by Ethisphere Institute for the Fourth Successive
Year, 2015
 Wipro won 7 awards, including Best Managed IT Services and Best System Integrator in the CIO Choice
Awards 2015, India
 Wipro won „NASSCOM Corporate Award for Excellence in Diversity and Inclusion 2014‟, recognised
for outstanding work in the Persons with Disability (PwD) category
 Wipro Ltd. was ranked 8th in the Best Companies for Leaders 2015 list in a study conducted by Chally
Group in partnership with Chief Executive magazine

2014

 Wipro rated as a No.1 Global Engineering and R&D service provider by Zinnov
 Wipro ranked Global Leader in Telecom R&D Services for the third consecutive year by Zinnov
 Wipro recognised as the company with Best CSR & Sustainability practices by Asian Centre for
Corporate Governance & Sustainability
 Wipro won 5 awards, including the Grand Pillar Award and Gold at Golden Bridge Business and
Innovation Awards 2014 for its solutions – Managed File Transfer and Treasury & Payments
 Wipro recognized as World Leader for corporate action on climate change by CDP
 Wipro selected as Dow Jones Sustainability Index (DJSI), World member for the 5th consecutive year
and recognised as the Global Sector Leader for the Software & Service Industry. Also selected as DJSI
Emerging Markets Index member for the third time in a row.
 Wipro ranks 12th in the Interbrand‟s „Best Indian Brands‟ study, 2014.
 Wipro recognized with the prestigious Golden Peacock Award 2014, in the category of „Innovative
Product / Service‟ for Wipro‟s Assure Health™ solution
 Wipro won 3 Awards at Info Security‟s 10th Annual Global Excellence Awards 2014
 Wipro Limited recognized as Champion of Women‟s Empowerment Principles with 2014 Leadership
Award
 Wipro named as a World‟s Most Ethical Company by Ethisphere Institute for the third successive year,
2014
 Wipro recognized as a winner of the Global, Asian and Indian MAKE (Most Admired Knowledge
Enterprise) awards for 2013
 Wipro recognized as a best in class outsourcing and consulting service provider for 2014 by „Consumer
Goods Technology‟ Readers
 Wipro achieves „A‟ level on the CDP‟s supplier climate performance leadership index (SCPLI).
 Wipro awarded bronze class distinction in 2014 RobecoSAM sustainability yearbook.
 Wipro honored with CIO Choice 2014 recognitions for Managed IT Services, Enterprise Infrastructure
Automation Services and Managed Security Services.

2013

 Wipro won the Gold award at ITSMA, 2013 under the category „Marketing with Social & Digital Media‟
 Wipro won the CIO-100 2013 Award
 Wipro awarded ASIA-PAC Region DISABILITY MATTERS 2013 Award.
 Wipro bags ESCAP-Sasakawa Award for Disability-Inclusive Business (multinational enterprise
category).
 Wipro ranked #1 in India 2013 ranking of Carbon Disclosure Leadership Index (CDLI).
 Wipro selected as Dow Jones Sustainability Index – World member for the 4th time in a row. Also
selected as DJSI Emerging Markets Index member. Siemens Networks and Wipro with the „Wholesale
Service Innovation Award 2013‟ for their unique IT R&D Partnership Project.
 American Society for Quality recognizes Wipro BPO with the Best Project with “Organizational Impact”
award.
 Wipro cited as a Leader in Sustainable Technology Services by Independent Analyst Firm.
 Wipro, Recognized as one of the most ethical companies by Ethisphere Institute 2013.
 Wipro ranks 11th in the first edition of Interbrand‟s „Best Indian Brands‟ study, 2013.
 Global Telecoms Business recognizes Nokia

 2012
 2012
 Wipro ranked #1 in India 2012 ranking of Climate Disclosure Leadership Index (CDLI). One of the 7
companies from the IT sector in Global CDLI rankings.
 Wipro Technologies and British Telecom win „Offshoring Project of the Year‟ award at National
Outsourcing Association Awards 2012.
 Wipro ranked No 2 in the Global 500 listing of Newsweek‟s Green Company Rankings 2012.
 Wipro is the highest ranked gadget maker in Greenpeace‟s latest green guide to electronics 2012.
 Wipro rated as a Leader in Business Technology Transformation by Independent Research Firm.
 High Performance Brand Award from All India Management Association.
 Named as one of the most ethical companies by Ethisphere Institute 2012.
 Recognized as the World Sector Leader in the Dow Jones Sustainability Index for the 3rd consecutive
year.
 Wipro cited as leaders among Business Intelligence providers by independent research firm.
 Wipro ranked Global Leader in Telecom R&D Services.
 Ranked as the top „Global R&D Service Provider‟, for the third successive year by Zinnov Management
Consulting Pvt. Ltd.
 Wipro and University of Canberra Win ANZ-ISG Paragon Awards 2012 for „Best Service Provider
Innovation Excellence‟.
 Ranked Thought Leadership “Best-In-Class” in the CEB TowerGroup Outsourcing Technology Analysis
Report 2012.
 Bagged top honors at the 2012 Annual Diversity Council Honors Award.
 Recognized as the winner of the 2012 Global MAKE (Most Admired Knowledge Enterprises) Award.
 Ranked 2nd in the Workplace Diversity & Inclusivity category in India‟s Best Places to Work For Study -
2012 conducted by Great Places to Work Institute.
 Wipro is the winner in the category “The Business Impactors”, at the NASSCOM Exemplary Talent
(NExT) Practices Awards 2012

2011

 Ranked 23rd in the Top Companies for Leaders‟ global list announced by Aon Hewitt, The RBL
Group and Fortune.
 ASTD BEST award for training and development.
 IT Outsourcing Project of the Year 2011 award for innovation and achievement in outsourcing
industry.
 NASSCOM Corporate Award for Excellence in Diversity and Inclusion.
 Women Helping Women award for Women in Business.
 National Telecom Award for Excellence in Infrastructure for Application Services.
 SAP ACE Award for Customer Excellence.
 REMMY (the Recruitment Marketing) Award from the Times group.
 The Outsourcing Excellence Award for Best IT Enablement in BPO.
 BPO Excellence Award for Operational Excellence & Quality.
 BPO Excellence Award for Use of Technology for Operational Excellence.
 BPO Excellence Award for Outstanding Work in Utilities Company in UK.
 Awarded with DL Shah National Quality Award.

2010

 Wipro featured in FinTech‟s rankings on Top 25 Enterprise companies published by the

American Banker and Bank Technology News, and IDC Financial Insights.
 Received the “Company Of The Year – International” award as part of the Economictimes.com
BPO Industry Award.
 Partner of the Year Award for Systems Integration, Applications and Middleware from Oracle.
 Ranked 2nd in the Dataquest IDC BPO Satisfaction Survey.
 Wipro Infotech was the Indian IT Company of the Year 2009. Springboard Research chose
Wipro for impressive revenue growth, client acquisitions and push towards green technologies.
 Partner of the Year Award for Systems Integration, Applications and Middleware from Oracle.
 Ranked 2nd in the Dataquest IDC BPO Satisfaction Survey.
 Wipro‟s CIGMA won NASSCOM Award for Process Innovation as CIGMA enables customers
to manage IT outsourcing engagements through business linked KPIs rather than traditional IT
SLAs. CIGMA integrates cutting edge technology and process elements to deliver stability of the
client‟s business platform at a lower cost.
 Awarded the BPO Excellence Awards in Most Significant Contributor to the BPO Industry, BPO
Employer Brand of the Year, Operational Excellence and Quality.
 Presented with the 2010 Global Impact Award from Metro Atlanta Chamber of Commerce for
success in job creation and positive impact on Atlanta‟s economy in 2009.
 Indus Towers Customer Award for Excellence in Delivery- Wipro was the only IT partner to
receive an award from Indus.
 Most Outstanding Alliance Partner of the Year Award in Asia-Pacific and Japan from HP. This
is the third time in five successive years that Wipro Technologies was recognized by HP
Software and Solutions.
 Wipro‟s Identity and Access Management (IDAM) Solution – IDAM-in-a-Rack won the Global
Product Excellence Award 2010 in the Identity Management Solution Category.
 Bharat Gaurav Award, 2010 for Nagarajan A., VP, Business Operations, Wipro Arabia for
excellence in keeping Indian Flag high in other countries
 Ranked #3 Top BPO Employers, NASSCOM Survey 2009-10
 Indus Towers Customer Award for Excellence in Delivery- Wipro was the only IT partner to
receive an award from Indus.
 Ranked fourth among BPO Exporters as per the annual NASSCOM Survey 2009-10.
 Outstanding Partner of the Year Award from Radware.
 Leadership Award in the Solution Partners Category by RSA, India.

2009

 Wipro E.go Notebooks was ranked amongst the top four notebook brands by a premier global
market intelligence firm, IDC.
 Awarded the Platinum Partner Award by Hitachi Data Systems for the year 2008-2009.
 Winner for the Best Project Achievement in Customer Experience at The Global Six Sigma and
Business Improvement Awards.
 The Gold Certified Partner of HP, Middle East in 2008-2009.
 Received certification for Master Security Specialization by Cisco.
 Proud recipient of the International ICT Award for the Fastest Growing BPO Company Award.
 Enterprise Partner of the Year Award from Websense in 2008-2009.
 Fortinet, a leading provider of network security appliances, declared Wipro to be the Top Growth
partner in 2008-2009.
 Wipro‟s commitment towards its partners was recognized through the first ever Teradata Partner
Impact Award. The award held at the Teradata Centre of excellence (CoE) also identified us as a
significant contributor as SI Partner in the APAC emerging markets.
 Best BPO Locator Award in Philippines in March, 2009.
 Apart from being the Winner of the Global MAKE Award of 2009, Wipro was also the seven-
time Asian MAKE Award winner and the five-time Indian MAKE Award Winner.
 The company‟s official website, www.wipro.com, won the Silver Award in the Davey Awards
for its outstanding work in Digital Design.
 As a result of the successful promotion of equal opportunities for disabled people Wipro won the
NCPDEP Shell Helen Keller Award.
 Outsourcing Institute and Vantage Partners‟ RMMY Awards 2009 for Best Performance
Management Process.
 NDTV Profit Business Leadership Awards 2009 in both the Hardware and software categories.
 Among the Top 3 BPO Employers according to the Dataquest Survey.
 Best Project Achievement In Customer Experience of the Global Six Sigma & Business
Improvement Award 2009. Wipro also won an award of Six Sigma Project for the Order to Cash
delivery presented by a leading telecom customer of the organization.
 Placed joint second on a list of top five Green Electrical Brands as seen in the Greenpeace Guide
to Greener Electronics. This was made possible by a strong focus on e-waste management and
climate control.
 Wipro‟s website, www.wipro.com, received the Web Award from Web Marketing Association
for „Outstanding Achievement in Web Development‟.

Archives

 Cisco awarded Wipro as Top Sales Achievement Partner and Best Post Sales Support Partner of
2007.
 According to the Best Employers Hewitt Survey, Wipro was rated as one of the Best Employers
of the country.
 Topped the Global MAKE Awards of 2007.
 Two consecutive FAO Research Awards of Distinction, in 2007 and 2008.
 Innovation Management Award 2007 given under the supervision of the Institute of Directors,
under the Chairmanship of Justice P. N. Bhagwati, former Chief Justice of India.
 Received the Avaya Global Connect Customer Responsiveness Award, 2007.
 Microsoft conferred the prestigious National Partner of the Year 2007 and Wipro also became
India‟s first ever Microsoft Platinum Partner Award winner.
 First Indian company to win the Dale Carnegie Global Leadership Award in 2007.
 Wipro Desktops ranked second in the Desktop Vendor Ranking – CSA (Customer Satisfaction
Audit) 2007 according to a DQ-IDC survey of 584 large enterprise CIOs held in January 2007.
 Rated among the Top Companies for Leaders in the Hewitt Leadership Award, 2007. (4th in
India, 5th in APAC and 20th globally)
 Winner of Global BPO Standard Bearer by IQPC (International Quality and Productivity Centre)
in 2007.
 Adjudged winner of the Global BPO Standard Bearers by IQPC.
 Verizon awarded Wipro the Supplier Excellence Award of 2006.
 Awarded HP‟s Best Application Solution Implementation for creating world-class BTO service
practice. (2006)
 In the Everest Group and Forbes sponsored Outsourcing Excellence Awards (Formerly Editor‟s
Choice Awards), Wipro won the Best Offshore Partnership Award in June 2006.
 Wipro along with Nortel won Outsourcing Excellence Award of 2006.
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 CHAPTER – 2

LITERATURE REVIEW
In today‟s rapidly changing business environment, organizations have to respond quickly to

requirements for people. The market has been witnessing growth which is manifold for last few

years. Many players have entered the economy thereby increasing the level of competition. In the

competitive scenario it has become a challenge for each company to adopt practices that would

help the organization stand out in the market. The competitiveness of a company of an

organization is measured through the quality of products and services offered to customers that

are unique from others. Thus the best services offered to the consumers are result of the genius

brains working behind them. Human Resource in this regard has become an important function

in any organization. All practices of marketing and finances can be easily emulated but the

capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a

well-defined recruitment policy in place, which can be executed effectively to get the best fits for

the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out

to be costly mistakes for the organization. Therefore a recruitment practice in an organization

must be effective and efficient in attracting the best manpower.

 RECRUITMENT

“Recruitment is the process of searching for perspective employees and stimulating and

encouraging them to apply for jobs in an organization.”

In the words of Yoder, “Recruitment is a process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of efficient working force.”

Recruitment needs are of three types – planned, anticipated and unexpected. Planned needs arise

from changes in organization and retirement policy. Resignations, deaths, accidents and illness

gives rise to unexpected needs. Anticipated needs refer to those movements in human resource

which an organization can predict by studying the internal and external environment.

An analysis of these definitions reveals the following being features of recruitment:

 Recruitment is a process or a series of activities rather than a single act or event. The

activities in this process are described under the next headings.

 Recruitment is a linking activity as it brings together those with jobs (employer) and

those seeking jobs (prospective employees).

 Recruitment is a positive function as it seeks to develop a pool of eligible persons from

which most suitable ones can be selected.

 The basic purpose of recruitment is to locate the sources of people required to meet job

requirements and attracting such people to offer them for employment in the

organization.

 Recruitment is an important function as it makes it possible to acquire the number and

type of persons necessary for continued functioning of the organization. Careful

recruitment of employees is particularly important in India because the chances of

mismatching the job and person are greater. Due to widespread unemployment, the job

seeker trend to accept any job irrespective of his suitability.

 Recruitment is a persuasive function as all organizations engage in recruiting activity.

But the volume and nature of recruitment varies with the size, nature and environment of

the particular organization.

 Recruitment is a two way process. It takes a recruiter and a recruitee. Just as the recruiter

has a choice whom to recruit or not, similarly the prospective employee can choose for

which organization to apply for a job.

 Recruitment is a complex job because too many factors affect it e.g. image of the

organization, nature of jobs offered, organizational policies, working conditions and

compensation levels in the organization, rate of growth of the organization, past

 recruitment record, employment conditions in the community, trade union attitudes,

labour laws, culture and environment, government policies. Most of these factors serve as

constraints restricting the freedom of management in recruitment.

Recruitment represents the first contact that a company makes with potential employees. It is

through recruitment that many individuals will come to know a company, and eventually decide

whether they wish to work for it. A well-planned and well-managed recruiting effort will result

in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre

ones.

High-quality employees cannot be selected when better candidates do not know of job openings,

are not interested in working for the company and do not apply. The recruitment process should

inform qualified individuals about employment opportunities, create a positive image of the

company, provide enough information about the jobs so that applicants can make comparisons

with their qualifications and interests, and generate enthusiasm among the best candidates so that

they will apply for the vacant positions.

 PURPOSE AND IMPORTANCE OF RECRUITMENT

 Attract and encourage more and more candidates to apply in the organization.

 Create a talent pool of candidates to enable the selection of best candidates for the

organization.

 Determine present and future requirements of the organization in conjunction with its

personnel planning and job analysis activities.

 Recruitment is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing number of visibly under

qualified or overqualified job applicants.

 Help reduce the probability that job applicants once recruited and selected will leave the

organization only after a short period of time.

 Meet the organizations legal and social obligations regarding the composition of its

workforce.

 Begin identifying and preparing potential job applicants who will be appropriate

candidates.

 Increase organization and individual effectiveness of various recruiting techniques and

sources for all types of job applicants

 FACTOR AFFECTING RECRUITMENT

PROCESS OF RECRUITMENT

The process consists of the following steps:

Recruitment generally begins when the human resources department receives requisitions for

recruitment from any department of the company. The human resource requisitions contain

details about the position to be filled, number of persons to be recruited, the duties to be

performed, qualifications required from the candidate, terms and conditions of employment and

the time by which the person should be available for appointment etc.

 Locating and developing the sources of required number and type of employees.

 Identifying the prospective employees with required characteristics.

 Communicating the information about the organization, the job and the terms and

conditions of service.
 Encouraging the identified candidates to apply for jobs in the organization. Candidates to

apply for apply for jobs in the organization.

 Evaluating the effectiveness of recruitment process.

 SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and

external sources. Both have their own merits and demerits.

INTERNAL SOURCES

Persons who are already working in an organization constitute the „internal sources‟. Retrenched

employees, retired employees, dependents of deceased employees may also constitute the

internal sources. Whenever any vacancy arises, someone from within the organization is

upgraded, transferred, promoted or even demoted.

EXTERNAL SOURCES

External sources lie outside an organization. Here the organization can have the services of:

(a) Employees working in other organizations;

(b) Jobs aspirants registered with employment exchanges;

(c) Students from reputed educational institutions;

(d) Candidates referred by unions, friends, relatives and existing employees;

(e) Candidates forwarded by search firms and contractors;

(f) Candidates responding to the advertisements, issued by the organization;

(g) Unsolicited applications/ walk-ins.
 MERITS AND DEMERITS OF INTERNAL SOURCES OF
RECRUITMENT
Merits Demerits
1) Economical: The cost of recruiting internal 1) Limited Choice: The organization is forced

candidates is minimal. No expenses are to select candidates from a limited pool. It may

incurred on advertising. have to sacrifice quality and settle down for

2) Suitable: The organization can pick the right less qualified candidates.

candidates having the requisite skills. The

2) Inbreeding: It discourages entry for talented

candidate can choose a right vacancy where people, available outside an organization.

their talents can be fully utilized. Existing employees may fail to behave in

3) Reliable: The organization has the knowledge innovative ways and inject necessary

about suitability of a candidate for a position. dynamism to enterprise activities.

„Known devils are better than unknown

3) Inefficiency: Promotions based on length of

angels!‟ service rather than merit, may prove to be a

4) Satisfying: A policy of preferring people from blessing for inefficient candidate. They do not

within offers regular promotional avenues for work hard and prove their worth.

employees. It motivates them to work hard and

4) Bone of contention: Recruitment from within

earn promotions. They will work with loyalty may lead to infighting among employees

commitment and enthusiasm. aspiring for limited, higher level positions in an

organization. As years roll by, the race for

premium positions may end up in a bitter race.

MERITS AND DEMERITS OF EXTERNAL SOURCES OF
RECRUITMENT
Merits Demerits

1. Wide Choice: The organization has the 1. Expenses: Hiring costs could go up
freedom to select candidates from a large substantially. Tapping multifarious sources of
pool. Persons with requisite qualifications recruitment is not an easy task either.
could be picked up.
2. Time consuming: It takes time to advertise,
2. Infection of fresh blood: People with screen, to test and test and to select suitable
special skills and knowledge could be hired employees. Where suitable ones are not
to stir up the existing employees and pave available, the process has to be repeated.
the way for innovative ways of working.
3. De-motivating: Existing employees who have
3. Motivational force: It helps in motivating put in considerable service may resist the process
internal employees to work hard and of filling up vacancies from outside. The feeling
compete with external candidates while that their services have not been recognized by
seeking career growth. Such a competitive the organization, forces then to work with less
atmosphere would help an employee to work enthusiasm and motivation.
to the best of his abilities.
4. Uncertainty: There is no guarantee that the
4. Long term benefits: Talented people organization ultimately will be able to hire the
could join the ranks, new ideas could find services of suitable candidates. It may end up
meaningful expression, a competitive hiring someone who does not fit and who may
atmosphere would compel people to give out not be able to adjust in the new setup.
their best and earn
FACTORS AFFECTING RECRUITMENT POLICY

The following factors should be undertaken while formulating the policies :

 Government polices

 Recruitment sources

 Recruitment needs

 Recruitment cost

 Organizational and personal policies

THEORIES REGARDING RECRUITMENT
Recruitment is two way street it takes a recruiter has a choice whom to recruit, same way the

prospective employee also has taken the decision whether or not to apply for the given job

vacancy. The individual take the decision usually on three different basic:

1. The objective factors

2. The critical contact

3. The subjective factor

THE OBJECTIVE THEORY

The objectives theory views that the process of organizational choice as being one of weighing

and evaluating set of measurable characteristic of employment offers, such pay, benefits ,

location, opportunity for advancement, the nature of job to performed, and education

opportunities.

THE CRITICAL THEORY

Whereas, the critical contact theory suggests that the typical candidates is unable to make a

meaningful differentiation of organization‟s offers in terms of objective or subjective factors,

because of his limited or very short contact with the organisation. Choice can be made only when

applicant can readily perceive the factors such as the behaviour of the recruiters, the nature

of the physical facilities, and such as the efficiency in processing paper work association with the

application.
THE SUBJECTIVE THEORY

The subjective theory emphasizes the congruence. Here the choices are made on highly personal

and emotional basis

EVALUATION OF THE RECRUITMENT METHOD

The following are the evaluation of the recruitment method:

1. Number of initial enquires received which resulted in completed application forms.

2. Number of candidates recruited.

3. Number of candidates retained in the organization after six months.

4.Number of candidates at various stages of the recruitment and selection process,especially

those short listed.

PHILSOPHIES OF RECRUITEMT

Basically there are two Philosophies of recruitment. These are as follows:

1. REALISTIC JOB PREVIEWS (RJP)

Realistic Job Previews provides complete job related information to the applicants so that they

can make the right decision before taking up the jobs. It includes positive and the negative

aspects of the job.

2. JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)

Job compatibility Questionnaire was developed to determine whether an applicant‟s preference

for the work match the characteristic of the job. The JCQ is designed to collect information on all

aspects of the job which have a bearing in on employee performance absenteeism, turnover and

job satisfaction. The underlying assumption of JCQ is that greater the compatibility between an

Applicant‟s preference for the job and characteristic of the job as perceived by the job seeker,

the greater the probability of employee effectiveness and longer the tenure.

RECRUITMENT MISTAKES

There are a number of methods companies should avoid when putting their

recruitment plans into practice. For instance, many businesseshave the necessary talent within th

eir organizations, but are too busy looking outside to recruit the skilled employees theyalready

have. Others try to look for a mirror-replacement to the employee they have lost,duplicates with

the same attitudes and skills, when companies can benefit more fromemployees with new

experience and outlooks on the position. Some employers forget toinclude their employees in the

recruitment process, or attempt to find the “perfect”employee without noticing the talents of the

job seekers they interview.

SELECTION

The size of the labour market, the image of the company, the place of posting, the nature of job,

the compensation package and a host of other factors influence the manner of aspirants are likely

to respond to the recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at

various levels. Recruiting, thus, provides a pool of applicants for selection.

To select means to choose. Selection is the process of picking individuals who have relevant

qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who

can most successfully perform the job from the pool of qualified candidates.

The purpose of selection is to pick up the most suitable candidate who would meet the

requirements of the job in an organisation best, to find out which job applicant will be successful,

if hired. To meet this goal, the company obtains and assesses information about the applicants in

terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the

profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable applicants through

successive stages of selection process. How well an employee is matched to a job is very

important because it is directly affects the amount and quality of employee‟s work. Any

mismatched in this regard can cost an organisation a great deal of money, time and trouble,

especially, in terms of training and operating costs. In course of time, the employee may find the

job distasteful and leave in frustration.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:

 Someone should have the authority to select. This authority comes from the employment

requisition as developed by an analysis of the work-load and work force.

 There must be some standard of personnel with which a prospective employee may

be compared i.e., a comprehensive job description and job specification should be

available beforehand.

 There must be sufficient number of applicants from whom the required number of

employees may be selected

SELECTION PROCESS

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the

applicant proceeds to the next one. The time and emphasis place on each step will definitely vary

from one organisation to another and indeed, from job to job within the same organisation. The

sequence of steps may also vary from job to job and organisation to organisation. For example

some organisations may give more importance to testing while others give more emphasis to

interviews and reference checks. Similarly a single brief selection interview might be enough for

applicants for lower level positions, while applicants for managerial jobs might be interviewed

by a number of people.
TheEmployee selection Processtakes place in following order-

1. Preliminary Interview or Screening

It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid

down by the organization. The skills, academic and family background,competencies and

interests of the candidate are examined during preliminary interview.Preliminary interviews are

less formalized and planned than the final interviews. Thecandidates are given a brief up about

the company and the job profile; and it is alsoexamined how much the candidate knows about the

company.

2. Application Form

The candidates who clear the preliminary interview are required to fill application blank. It

contains data record of the candidates such as details about age, qualifications, reasonfor leaving

previous job, experience, etc.

3. Employment Tests

Written Tests-

Various written tests conducted during selection procedure are aptitude test, intelligence

test, reasoning test, personality test, etc. These tests are used to objectively assess the

potential candidate. They should not be biased.

4. Classification of Tests on the Basis Of Human Behavior

 Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to learn new jobs or

skills. They will enable us to know whether a candidate if

selected, would be suitable for a job, which may be clerical or mechanical. These tests may take

one of the following forms.

Mental or IntelligenceTest –

Measures and enables to know whether he or she has mental capacity to deal with new problems.

 Mechanical Aptitude Test –

Measuresthecapacity of a person to learn a particular type of mechanical work. This coud

help in knowing a person‟s capability for spatial visualization, perceptual speed manual

dexterity, visual motor coordination or integration, visual insights etc.

 Psychometric tests –

These tests measures a persons ability to do a specific job.

 Achievement test

Also known as proficiency tests they measure the skill, knowledge which isacquired as a result

of a training program and on the job experience they determine the admission feasibility of a

candidate and measure what he/she is capable of doing.

  Personality tests

These tests aim at measuring those basic make up or characteristics of an individual which are

non-intellectual in their nature. In other words they probedeeply to discover clues to an

individual‟s value system, his emotional reactions and maturity and motivation interest his

ability to adjust himself to the illness of the everyday life and his capacity for interpersonal

relations and self image.

 Comprehensive Interviews

Interviews are a crucial part of the recruitment process for most organizations.

Their purpose is to give the selector a chance to assess the candidate and to demonstrate their

abilities and personality. It‟s also an opportunity for an employer to assess them and to make

sure the organization and position are right for the candidate. An interview is anattempt to secure

maximum amount of information from candidate concerning his suitability for the job under

consideration.

 Technical Interviews

If a candidate has applied for a job or course that requires technical knowledge (e.g. positions in

engineering or IT) it is likely, at some stage in the selection process, that the candidate will be

asked technical questions or have a separate technical interview to test his/her knowledge.

Questions may focus on the final year project and his/her choice of approach to it or

on real/hypothetical technical problems. It seen that the candidate proves himself/herself but also

they admit to what they don‟t know.

  Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The references given in the

candidate‟s application will be taken up and a security check will be conducted. Security checks

can take a while if the candidate has lived abroad for any period of time.

 Medical examination

Medical tests are conducted to ensure physicalfitness of employee absenteeism. It willdecrease

chances of employee absenteeism.

 Final Selection Decision

Those individuals who perform successfully on the employment tests and the interviews, and are

not eliminated by development of negative information on either the background investigation or

physical examination are now considered to be eligible to receive anoffer of employment. Who

makes that employment offer? For administrative purposes the personnel department should

make the offer. But their role should be only administrative. The actual hiring decision should be

made by the manager in the administrative. The actual hiring decision should be made by the

manager in the department that had the position open. A reference check is made about the

candidate selected and then finally he is appointed by giving a formal appointment letter.

RECEPTION

A company is known by the people it employs. In order to attract people with talents, skills and

experience a company has to create a favourable impression on the applicants‟ right from the
stage of reception. Whoever meets the applicant initially should be tactful and able to extend

help in a friendly and courteous way. Employment possibilities must be presented honestly and

clearly. If no jobs are available at that point of time, the applicant may be asked to call back the

personnel department after some time.

SCREEN INTERVIEW

A preliminary interview is generally planned by large organisations to cut the cost of selection

by allowing only eligible candidates to go through the further stages in selection. A junior

executive from the Personnel Department may elicit responses from the applicants on important

items determining the suitability of an applicant for a job such as age, education, experience, pay

expectations, aptitude, location, choice etc. this „courtesy interview‟ as it is often called helps the

department screen out obvious misfits. If the department finds the candidate suitable, a

prescribed application form is given to the applicants to fill and submit.

APPLICATION BLANK

Application blank or form is one of the most common methods used to collect information on the

various aspects of the applicants‟ academic, social, demographic, work related background and

references. It is a brief history sheet of employee‟s background, usually containing the following

things:

 Personal data (address, sex, telephone number)

 Marital data

 Educational data

 Employment Experience
  Extra-curricular activities

 References and Recommendations

USEFULNESS OF APPLICATION BLANK OR FORM

Application blank is highly useful selection tool, in that way it serves three important purposes:

1. It introduces the candidate to the company in a formal way.

2. It helps the company to have a cross-comparison of the applicants; the company can

screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.

3. It can serve as a basis to initiate a dialogue in the interview.

REASONS FOR REJECTION

SELECTION TESTING

The selection tests or the employment tests attempts to asses intelligence, abilities, personality

trait, performance simulation tests including work sampling and the tests administered at

assessment centres- followed by a discussion about the polygraph test, graphology and integrity

test.

A test is a standardized, objective measure of a person‟s behaviour, performance or attitude. It is

standardised because the way the tests is carried out, the environment in which the test is
administered and the way the individual scores are calculated- are uniformly applied. It is

objective in that it tries to measure individual differences in a scientific way giving very little

room for individual bias and interpretation. Over the years employment tests have not only

gained importance but also a certain amount of inevitability in employment decisions. Since they

try to objectively determine how well an applicant meets the job requirement, most companies

do not hesitate to invest their time and money in selection testing in a big way. Some of the

commonly used employment tests are:

 Intelligence tests

 Aptitude tests

 Personality tests

 Achievement tests

 Miscellaneous tests such as graphology,polygraph and honesty tests.

1. INTELLIGENCE TEST: These are mental ability tests. They measure the incumbent‟s

learning ability and the ability to understand instructions and make judgements. The basic

objective of such test is to pick up employees who are alert and quick at learning things so

that they can be offered adequate training to improve their skills for the benefit of the

organization. These tests measure several abilities such as memory, vocabulary, verbal

fluency, numerical ability, perception etc.

2. APTITUDE TEST: Aptitude test measure an individual‟s potential to learn certain

skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual

has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary. An aptitude tests is always administered in combination with

other tests like intelligence and personality tests as it does not measure on-the-job-motivation

3. PERSONALITY TETS: Of all test required for selection the personality tests have

generated a lot of heat and controversy. The definition of personality, methods of measuring

personality factors and the relationship between personality factors and actual job criteria has

been the subject of much discussion. Researchers have also questioned whether applicants

answer all the items truthfully or whether they try to respond in a socially desirable manner.

Regardless of these objections, many people still consider personality as an important component

of job success.

4. ACHIEVEMENT TEST: These are designed to measure what the applicant can do on

the job currently, i.e., whether the testee actually knows what he or she claims to know. A

typing test tests shows the typing proficiency, a short hand tests measures the testee ability to

take dictation and transcribe, etc. Such proficiency tests are also known as work sampling

test.

5. SIMULATION TEST: Simulation exercise is a tests which duplicate many of the

activities and problems an employee faces while at work. Such exercises are commonly used

while hiring managers at various levels in an organisation. To asses the potential of a

candidate for managerial positions assessment centres are commonly used.

6. ASSESSMENT CENTRE: An assessment centre is an extended work sample. It uses

procedures that incorporate group and individual exercises. These exercises are designed to

stimulate the type of work which the candidate will be expected to do. Initially a small batch

of applicants comes to the assessment centre (a separate room). Their performance in the

situational exercise is observed and evaluated by a team of 6-8 assessors. The assessors‟

judgement on each exercise are complied and combined to have a summary rating for each

candidate being assessed.

7. GRAPHOLOGY TEST: Graphology involves using a trained evaluator to examine the

lines, loops, hooks, stokes, curves and flourishes in a person‟s handwriting to assess the

person‟s personality and emotional make-up. The recruiting company, may, for example, ask

the applicants to complete the application forms and write about why they want a job. These

samples may be finally sent to graphologist for analysis and the result may be put use while

selecting a person. The use of graphology, however, is dependent on the training and

expertise of the person doing the analysis. In the actual practice, questions of validity and just

plain skepticism have limited in use.

8. INTEGRITY TEST: These are designed to measure employee‟s honestly to predict

those who are more likely to steal from an employer or otherwise act in a manner

unacceptable to the organization. The applicants who take these tests are expected to answer

several „yes‟ or „no‟ type questions such as:

Typical Integrity Questions

Typical Integrity Questions Yes No

 Have you ever told a lie?

 Do you report to your boss if you know of another employee stealing from the

store?

 Do you carry office stationary back to your home for occasional use?

 Do you mark attendance for your colleagues also?

BARRIERS TO EFFECTIVE SELETION

The main objective of selection process is to hire people having competence and commitment

towards the given job profile. But due to some reason the main purpose of effectively selecting

candidates is defeated. These reasons are:

1. PERCEPTION OR THE HALO EFFECT:

Many a times the interviewer selects a candidate according to the perception he has or he made

up while talking or looking at the individual. This way he does not see through the caliber or the

efficiency of the individual and many times it leads to the selection of the wrong candidates.
2.FAIRNESS:

During the selection process the interviewer does not select the individual on the basis of his

knowledge and hence the right type of the candidates is not selected.

3:PRESSURE:

The people from the HR department and also have a lot of pressure from the top management

and from other top class people for selecting the candidates they want. This ways the purpose of

effective selection process of effective selection process is defeated as they have to select that

individual whether or not he is capable of the job that is being offered.

ESSENTIAL OF SELECTION PROCEDURE

 Someone should have the authority to select.

 There must be sufficient number of applicants from whom the required number

of employees to be selected.

 There must be some standards of personnel with which a prospective employee may be

compared

FACTORS EFFECTING SELECTION DECISION

 Profile matching

 Organization and social environment

 Multi correlations

 Successive hurdles
SELECTION INTERVIEW:

Interview is the oral examination of candidates for employment. This is the most essential step in

the selection process. In this step the interviewer matches the information obtained about the

candidates through various means to the job requirements and to the information obtained

through his own observations during the interview. Interview gives the recruiter an opportunity –

 To size up the candidate personally;

 To ask question that are not covered in the tests;

 To make judgments on candidates enthusiasm and intelligence;

 To assess subjective aspects of the candidate – facial expressions, appearance,

nervousness and so forth;

 To give facts to the candidates regarding the company, its policies, etc. and promote

goodwill towards the company.

TYPES OF INTERVIEWS

Several types of interviews are commonly used depending on the nature and importance of the

position to be filled within an organization:

 In a NON-DIRECTIVE INTERVIEW the recruiter asks questions as they come to

mind. There is no specific format to be followed.

 In a PATTERNED INTERVIEW, the employer follows a pre-determined sequence of

questions. Here the interviewee is given a special form containing questions regarding his

technical competence, personality traits, attitudes, motivation, etc.

  In a STRUCTURED OR SITUATIONAL INTERVIEW, there are fixed job related

questions that are presented to each applicant.

 In a PANEL INTERVIEW several interviewers question and seek answers from one

applicant. The panel members can ask new and incisive questions based on their expertise

and experience and elicit deeper and more meaningful expertise from candidates.

 Interviews can also be designed to create a difficult environment where the applicant‟s

confidence level and the ability to stand erect in difficult situations are put to test. These

are referred to as the STRESS INTERVIEW. This is basically an interview in which the

applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing

questions.

STEPS IN INTERVIEW PROCESS:

Interview is an art. It demands a positive frame of mind on part of the interviewers. Interviewers

must be treated properly so as to leave a good impression about the company in their minds. HR

experts have identified certain steps to be followed while conducting interviews:

PREPARATION:

 Establishing the objective of the interview

 Receiving the candidates application and resume

 Keeping tests score ready, along with interview assessment forms

 Selecting the interview method to be followed

 Choosing the panel of experts who would interview the candidates

 Identifying proper room for environment

RECEPTION

The candidate should be properly received and led into the interview room. Start the interview on

time.

INFORMATION EXCHANGE:

State the purpose of the interview, how the qualifications are going to be matched with skills

needed to handle the job. Begin with open ended questions where the candidate gets enough

freedom to express himself. Focus on the applicant‟s education, training, work experience, etc.

Find unexplained gaps in applicants past work or college record and elicit facts that are not

mentioned in the resume.

EVALUATION:

Evaluation is done on basis of answers and justification given by the applicant in the interview.

PHYSICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to undergo

a physical fitness test. A job offer is often contingent upon the candidate being declared fit after

the physical examination.

MEDICAL EXAMINATION:

Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,

tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not

a candidate possesses these qualities.

REFERENCE CHECKS

Candidates are required to give the names of 2 or 3 references in their application forms. These

references may be from the individuals who are familiar with the candidate‟s academic

achievements or from the applicant‟s previous employer, who is well versed with the applicant‟s

job performance and sometimes from the co-workers. In case the reference check is from the

previous employer, information in the following areas may be obtained.

HIRING DECISION:

The HR manager has to make the final decision now – whether to select or reject a candidate

after soliciting the required information. The manager has to take adequate care in taking the

final decision because of economic, behavioral and social implications of the selection

decisions.

After taking the final decision, the organization has to intimate this decision to the successful as

well as unsuccessful candidates. The organization sends the appointment order to the successful

candidates either immediately or after sometime depending upon its time schedule.
CHAPTER 3
ANALYIS
2.1 RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both exploratory and

descriptive in nature and involve personal interviews that will be based on the questionnaire

format. A Research Methodology defines the purpose of the research, how it proceeds, how to

measure progress, how to measure progress and what constitute success with respect to the

objectives determined for carrying out the research study. The research process that will be

adopted in the present study consists of the following stages:-

2.2 RESEARCH DESIGN

Exploratory Research

A research design is the specification of methods and procedures for acquiring the information

needed to structure or solve the problem. It is the overall operational pattern or framework of the

project that stimulates what information is to be collected from which source and by what

procedure.

On the basis of major purpose of our investigation the EXPLORATORY RESEARCH was

found to be most suitable. This kind of research has the primary objective of development of

insights into the problem. It studies the main area where the problem lies and also tries to

evaluate some appropriate courses of action.

2.3 DATA COLLECTION SOURCES:

(A) PRIMARY SOURCES-The data required for the study has been collected from-

 QUESTIONNAIRE

Survey among the official‟s employees.

 PERSONAL INTERVIEWS

With the company representatives regarding Recruitment and Selection

(B) SECONDARY SOURCES-The secondary data has been collected from:

 Internet, websites

 Organizational Reports

 Case Studies

 Business magazines

 Books

 Journals on e-learning Industry.

SAMPLING METHOD

Survey was done by random sampling method.

SAMPLE SIZE

Sample size can be 100 or as per project sampling requirement.

SAMPLE AREA

NCR
2.4 MODE OF ANALYSIS

The instrument used for data collection was in the form of questionnaire. The questionnaire was

used as it facilitates the tabulation and analysis of the data to be collected. The data collected was

subjected to simple frequency distribution and percentage analysis.

DATA ANALYSIS

By doing company survey I understand the Recruitment and Selection pattern of Thompson

Digital and its policies and need, what they are offering and want from their employees and

comparing their services. To survey the Employee I have made a questionnaire with 15

questions. I have made 50 copies of this questionnaire and move on to all the departments.

I have asked employees to fill up these questionnaires according to their opinion. (Among the

people there are few are Department Head, few are managers and rest are the new joinees, based

on their answer I have got this report.

Recruitment and Section can be evaluated by using the following questionnaire:

Q1.What is the sources for Recruitment and Selection?

Sources of Recruitment & No. of Percentage of

S No.
Selection Respondents Respondents

1 Employee Referrals 49 49%

2 Advertisement 25 25%

3 Professional Journals 11 11%

4 Professional Bodies 7 7%

5 Recruitment Consultant 6 6%

6 Others 2 2%

Total 100 100

Interpretation: Major source of Recruitment and Selection for the company is Employee
Referral which is 49% of the total and 2 largest source is Advertisement in Newspaper and Job
nd

Portals, Professional Journals contribute 11% and rest consultants.

Inference: From the above research it is clear that Employee Referral which is 49% of the total

is the biggest source for recruitment.

Q2. Which of following selection procedures and methods followed by your organization?

S No. Selection Procedures and Methods No. of Respondents Percentage of Respondents

1 Aptitude Test 26 26%

2 Personal Interview 35 35%

3 Written Test 32 32%

4 Practical Test 7 7%

Total 100 100

Interpretation: According to the above survey Aptitude Test and Personal Interview are the
major criteria for Recruitment and Selection of Candidate for the company, which is 26% and
35% respectively, written test also share a big share of 32% and rest is done by practical test.
Inference: From the above research it is clear that company test take Aptitude and written test
and Personal Interview as well before hiring.
Q3. Have you been assigned the job what was explained to you at the time of selection?

S No. Job Explained At the time of No. of Percentage of

Selection Respondents Respondents

1 Yes 78 79%

2 No 22 21%

Total 100 100

Interpretation: According to the above survey it is found that only 79% of the total employees

are told and aware about their job responsibility and rest 21% are not aware they just follow

orders or do work told to them by their superior.

Inference: From the above research it is clear that a large portion of the employees are not clear

about their role and job description.

Q4. Do you have the clarity of your roles and responsibility?

S No. Clarity of Roles & Responsibility No. of Respondents Percentage of Respondents

1 Yes 81 81%

2 No 19 19%

Total 100 100

Interpretation: According to the above survey it is found that only 81% of the total employees

are told and aware about their job responsibility and rest 19% are not aware they just follow

orders or do work told to them by their superior.

Inference: From the above research it is clear that a large portion of the employees are not clear

about their role and job description.

Q5. You are interested to perform the job which is?

S No. Interest to Perform the Job No. of Respondents Percentage of Respondents

1 Routine in Nature 13 13%

2 Demand New Ideas 23 23%

3 Challenging Nature 25 25%

4 Demand Creative Thinking 16 16%

5 Finding Methods 10 10%

6 Participation in Decision 13 13%

Total 100 100

Interpretation: All the employees want job in which they could use their Skill and knowledge,
According to the survey 25% employees want challenging work, 16 % want we need critical and
logical thinking, 16 % want job which are creative , 13% want managerial work and rest are
satisfied with their routine job.
Inference: From the above research it is clear that employees want job in which they could use
their Skill and knowledge.
Q6. How long will you like to continue with this organization?

S No. How long would you like to Continue No. of Respondents Percentage of Respondents

1 Less than 1 yr 39 39%

2 1-2 yrs 37 37%

3 2-5 yrs 17 17%

4 More than 5 yrs 7 7%

Total 100 100

Interpretation: According to the above survey 39% of the employees want to switch their job
after 1 yr, 37 % wants to work in this company for 1-2 yrs and about 17 % employees want to
work for 2-5 yrs.
Inference: From the above research it is clear that employee turnover ratio is more as we can see
more than 70% employees want to switch within 1-2 yrs.
Q7. You ever get advice from your seniors or your colleagues to improve your
performance?

S No. Advice to Improve Performance No. of Respondents Percentage of Respondents

1 Yes 67 67%

2 No 33 33%

Total 100 100

Interpretation:According to the above survey it is seen that only 33% of the employee are
advised to improve their performance and rest 67 % are doing their work efficiently.
Inference: From the above research it is clear that few are advised to improve their performance
and rest are doing their work efficiently.
Q8. In Public would you like to talk about this organization?

S No. Publically Talk About Organization No. of Respondents Percentage of Respondents

1 Yes 76 76%

2 No 24 24%

Total 100 100

Interpretation: According to the above survey it is found that only 76% of the total employees

would like to talk about their organization in public this shows that they feel proud to be a part of

Thompson Digital Group and rest 24% don‟t want to talk about it in public.

Inference: From the above research it is clear that a large portion of the employees would like to

talk about their organization in public this shows that they feel proud to be a part of Thompson

Digital Group.
Q9. Would you like to refer your relatives/ friends for the job in the organization?

S No. Refer to Friend Or Relative No. of Respondents Percentage of Respondents

1 Yes 78 78%

2 No 22 22%

Total 100 100

Interpretation: According to the above survey it is found that only 78% of the total employees

are told and aware about their job responsibility and rest 22% are not aware they just follow

orders or do work told to them by their superior.

Inference: From the above research it is clear that a large portion of the employees are not clear
about their role and job description.
Q10. What could be the only one reason of your leaving the job?

S No. Reason for Leaving Job No. of Respondents Percentage of Respondents

1 Increase in Designation 54 54%

2 Freedom in Use of Authority 29 29%

3 Work with Friendly People 11 11%

4 Others 6 6%

Total 100 100

Interpretation:According to the above survey it is found that 54% employees would leave their
job if they found any increment in designation, 29% employees want freedom in use of Authority
and rest want friendly environment.
Inference: From the above research it is clear that every employee want to grow in terms of
salary and designation and would leave if they found better opportunity.
Q11. Is the organization doing timeliness recruitment and Selection process?

S No. Timely Recruitment & Selection No. of Percentage of

Process Respondents Respondents

1 Yes 77 77%

2 No 23 23%

Total 100 100

Interpretation: According to the above survey it is found that 77%employees are satisfied with

the timeliness of the recruitment and selection process while 23% are not satisfied with the HR

decisions.

Inference: From the above research it is clear that HR take timely decisions of recruitment and

selection to hire employees to fulfill present and future need.

Q12. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?

S No. Advice to Improve Performance No. of Respondents Percentage of Respondents

1 Poor 17 17%

2 Adequate 59 59%

3 Excellent 24 24%

Total 100 100

Interpretation: According to the above survey it is found that 59% employees are satisfied with
the Interview process and rest 24% found it to be excellent and on the other hand 17% said it was
poor experience.
Inference: From the above research it is clear that a large portion of the employees found that

the interview process was up to the mark.

Q13. Does HR train hiring employees to make the best hiring decisions?

S No. Advice to Improve Performance No. of Respondents Percentage of Respondents

1 Yes 72 72%

2 No 28 28%

Total 100 100

Interpretation:According to the above survey it is found that 72% employees HR are trained for

taking the best decisions while 28% says that HR decisions are not best they need modifications.

Inference: From the above research it is clear that a large portion of the employees say that HR

is trained for taking the best decisions.

Q14. Your organization is considered as

S No. Advice to Improve Performance No. of Respondents Percentage of Respondents

1 People Oriented 42 42%

2 Task Oriented 27 27%

3 Combination of Both 31 31%

Total 100 100

Interpretation:According to the above survey it is found that 42% employees think organization
as people oriented, that it took decision in the favor of employees while 27% says it as task
oriented and rest 31% are 50-50 sure about it and say it as combination of both.
Inference: From the above research it is clear thata large portion of theemployee think
organization as people oriented, that it took decision in the favor of employees.
 RESULT AND DISCUSSION

 Major source of Recruitment and Selection for the company is Employee Referral which

is 49% of the total and 2 largest source is Advertisement in Newspaper and Job Portals,
nd

Professional Journals contribute 11% and rest consultants.

 Aptitude Test and Personal Interview are the major criteria for Recruitment and Selection

of Candidate for the company, which is 26% and 35% respectively, written test also share

a big share of 32% and rest is done by practical test.

 It is found that only 79% of the total employees are told and aware about their job

responsibility and rest 21% are not aware they just follow orders or do work told to them

by their superior.

 All the employees want job in which they could use their Skill and knowledge, according

to the survey 25% employees want challenging work, 16 % want we need critical and

logical thinking, 16 % want job which are creative , 13% want managerial work and rest

are satisfied with their routine job.

 According to the above survey 39% of the employees want to switch their job after 1 yr,

37 % wants to work in this company for 1-2 yrs and about 17 % employees want to work

for 2-5 yrs.

 It is seen that only 33% of the employee are advised to improve their performance and

rest 67 % are doing their work efficiently.

 It is found that only 76% of the total employees would like to talk about their

organization in public this shows that they feel proud to be a part of Thompson Digital

Group and rest 24% don‟t want to talk about it in public.

 It is found that 54% employees would leave their job if they found any increment in

designation, 29% employees want freedom in use of Authority and rest want friendly

environment.

 77% employees are satisfied with the timeliness of the recruitment and selection process

while 23% are not satisfied with the HR decisions.

 It is found that 59% employees are satisfied with the Interview process and rest 24%

found it to be excellent and on the other hand 17% said it was poor experience.

 According to the above survey it is found that 72% employees HR are trained for taking

the best decisions while 28% says that HR decisions are not best they need modifications.

 42% employees think organization as people oriented, that it took decision in the favor of

employees while 27% says it as task oriented and rest 31% are 50-50 sure about it and

say it as combination of both.

 CHAPTER 4
RECOMMENDATION
 Make sure your selection processes are fair, open and transparent.

 Think creatively about how you can attract a diverse pool of applicants, for example

through special interest groups, or trade bodies and training organizations that have their

own diversity policies.

 Recruiting by word of mouth can lead to discrimination, so take a more structured

approach whenever possible.

 Assess each person against a person specification, not against the other candidates.

 If you have a candidate with a disability, make any adjustments they need at the interview

to help them compete fairly.

 Always ask, rather than make assumptions, about the reasonable adjustments that a

disabled person might require to do the job.

 Try not to hold interviews at times that will be difficult for people with family or other

responsibilities.

 You can use positive action statements in your job advertisements to attract applicants

from groups that are under-represented in your company.

 If you can accommodate flexible working patterns, promote the options to your

employees and potential employees.

 Selecting a pool of potential work placement recruits at set times throughout the year will

ease the application process and avoid the need to recruit at short notice.
 SUGGESTIONS &LEARNING

The human resources are the most important assets of an organization. The success or failure of

an organization is largely dependent on the caliber of the people working therein. THE

RECRITMENT POLICY of an organization should be well planned and thus should be such so

that it:

 Reduces administration costs

 Provides employees with job security

 Encourage responsible trade unions

 Provide suitable employment to handicapped, women and minority group

 Be flexible enough to meet the changing needs of the organization

 Works towards the growth and prosperity of the organization.

LIMITATIONS OF THE RESEARCH

 The main limitation of the study is the collection of information. Because most of the

information are confidential. So they don‟t want to disclose them. And I am not able to

show any forms which they use in the time of joining or we use to upgrade the files.
CHAPTER 5
CONCLUSION
 CONCLUSION

Recruitment and selection are getting very much importance these days in the organization. It is

very critical thing to evaluate the human resources.

It is a systematic procedure that involves many activities. The process includes the step like HR

planning attracting applicant and screening them. It is very important activity as it provides right

people in right place at right time. It is not an easy task as organization‟s future is depends on

this activity. If suitable employees are selected which are beneficial to the organization it is at

safe side but if decision goes wrong it can be dangerous to the organization. So it is an activity

for which HR department gets very much importance. Recruitment and selection procedure and

its policies changed as per the organization. Its importance also gets changed as the organization

changed.
 APPENDIX

BIBLOGRAPHY
BOOKS:
 N.G.Kale & M.Ahmed, “Human Resource Management”,1st edition, VipulPublication

 By Elearn, “Recruitment and Selection Revised Edition”,Elearn Trainning Company

 By Dr. Bernard O‟Meara, The Handbook of Strategic Recruitment and Selection: A

Systems Approach

WEBSITES:
 www.thomsondigital.com

 www.wikipedia.com

 www.indiatodaygroup.com

 www.hrcommunity.com